Transformational leadership and organizational change during agile and devops initiatives

by Mayner, Stephen W., D.B.A., CAPELLA UNIVERSITY, 2017, 113 pages; 10257668

Abstract:

Organizational change initiatives are more likely to fail than to succeed, especially when the change challenges corporate culture and norms. Researchers have explored factors that contribute to change failure, to include the relationship between leadership behaviors and change success. Peer reviewed studies have yet to examine these variables in the context of Agile and DevOps implementations as the catalyst for change. The purpose of this quantitative, correlational study was to determine the extent to which a relationship exists between transformational leadership behaviors of front-line managers, employee readiness for change, and employee organizational citizenship behavior during Agile and DevOps initiatives. The population included all IT professionals in the U.S. working full-time at companies with more than 500 employees whose work processes had been altered by Agile or DevOps implementations. A sample of 400 qualified panel participants provided data through an online SurveyGizmo survey. Quotas ensured that the survey sample represented the gender and ethnicity distribution among U.S. IT professionals according to the U.S. Bureau of Labor Statistics. Data collected were analyzed for missing data, reliability, and normality. Pearson’s r calculations and linear regression analysis revealed that a moderate yet statistically significant correlation exists between the transformational leadership behaviors of respondents’ front-line managers and their own readiness for change and organizational citizenship behavior. The results could have been skewed by the higher than expected proportion of managers and executives who responded to the survey. Future researchers could extend the work started in this present study by adding quotas to ensure the survey responses align to average employee-manager ratios. This study could also be replicated with participants in a single company so that findings could be supported through qualitative methods such as interviews and panel discussions.

AdviserRick Daniels
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsBusiness administration; Management; Information technology
Publication Number10257668

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